The method runs in companies of 5 to 250 people, in B2B SaaS and B2C, from first POCs to settled scale-ups of twenty-plus years. The pillars stay constant; the ceremony flexes to fit. Teams are 2 to 9 people, full- or part-time by design, and people flow across the phases of an initiative — a research-heavy phase needs different people than an engineering-heavy one, so the membership of a team is expected to shift as the work changes shape. Here is how to flex the rhythm without losing what makes it work.

Small teams

On a small team, one person wears several roles — the same person might be the Initiative AuthorInitiative AuthorThe person accountable for an initiative's context — they write and keep the Initiative Document honest., the Initiative OwnerInitiative OwnerThe role accountable for keeping an initiative on track — owns the Initiative Document, the Approach, the team, and the board., and write code against the initiative too. That’s fine. The roles describe responsibilities, not headcount; merging them is a feature of small teams, not a compromise.

Some rituals will naturally merge as well. But don’t collapse the two that carry the pillars:

• Keep the Daily Check-inDaily Check-inA 15-minute daily ritual where the team surfaces reality and unknowns rather than reporting status.. It’s what keeps context shared and learning captured. Even a team of two benefits from one TFOThings to Figure OutEach person's one thing to figure out today, framed as a Why/How/What/When question that resolves into a Lesson Learned. each, a daily Lesson Learned, and a written log of the day. This is your #CONTEXT and #LEARNING running at the smallest scale.
• Keep the demo. The weekly demoable outcome is the unit of accountability — your #REALITY check. Drop it and the rhythm has nothing to anchor on.

Everything else — a separate Dry Run, formal Week Planning as a standalone meeting — can fold into the rituals you keep.

Multiple initiatives

A team frequently runs several initiatives at once. The rule is simple:

• Each initiative gets its own Initiative DocumentInitiative DocumentThe PR/FAQ-shaped document where an initiative's context lives — customer, solution, plan, business case, and success metrics. and its own Approach. Context and narrative don’t blend across initiatives; each keeps its own customer, single shared problem, storyline, and Uncertainty ListUncertainty ListThe team's living list of open unknowns — sized 1/3/5, phrased as questions, reviewed daily and in planning, chipped away each week.. Mixing them is how a bananaBananaA task without context — no "why", no link to a real outcome. The thing the method exists to eliminate. factory starts — work without a clear “why” attached.
• They share one weekly rhythm. Week Planning blends the initiatives and any non-initiative work into a single coherent week. One Daily Check-in, one demo cadence, one capacity to manage and protect.

This keeps the strategic artifacts clean while the operational rhythm stays unified. Each person’s TFO still traces back to a specific Initiative Document, so even with several initiatives in play nobody loses the thread of why today’s work matters.

Distributed & cross-timezone teams

Distribution is where the written artifacts earn their keep.

• Lean on the artifacts so the Daily Check-in works async. When everyone prepares their Questions/FYI, Lessons Learned, and TFO in writing, the Check-in stops needing everyone in the same room at the same minute. The shared document carries it; the meeting becomes a read-and-respond rather than a live round.
• Keep the Initiative Document the single source of truth. A new contributor in another time zone should be able to read it cold and catch up — that’s the same half-hour-read test, doing double duty across distance.
• Protect overlapping Collab time. Even an hour of overlap gives the team somewhere to deep-dive on what the Check-in flagged, and restores the “coffee machine” serendipity that distance removes.